Marketing internacional e a influência no desempenho estratégico das subsidiárias estrangeiras no Brasil

• Ano de defesa: 2014
• Autor(a) principal: Pires, Debora Atala Mendes
• Orientador(a): Rocha, Thelma Valéria
• Banca de defesa: Borini, Felipe Mendes , Nascimento, Belmiro João do
• Tipo de documento: Dissertação
• Tipo de acesso: Acesso aberto
• Idioma: por
• Instituição de defesa: Escola Superior de Propaganda e Marketing
• Programa de Pós-Graduação: Programa de Mestrado em Administração em Gestão Internacional
• Departamento: ESPM::Pós-Graduação Stricto Sensu
• País: Brasil
• Palavras-chave em Português: marketing internacional; estratégia de marketing; subsidiárias; desempenho estratégico; adaptação local; mercado emergente
• Palavras-chave em Inglês: international marketing, marketing strategy; subsidiaries; strategic performance; local adaptation; emerging markets
• Área do conhecimento CNPq: CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAO
• Link de acesso: http://tede2.espm.br/handle/tede/227

This research proposes an analysis of international marketing strategies and its influence on the performance of Brazilian subsidiaries of foreign multinationals. On the grounds of three dimensions - strategy, structure and marketing processes, this study sought to assess its influence on the strategic performance of the subsidiary. The literature review encompasses concepts of resource-based view (RBV), multinational companies, the role of subsidiaries and international marketing. To verify the hypotheses of the study, a survey was conducted from a base of 611 foreign subsidiaries in Brazil, from September to November of 2013, the total respondents considered valid was a sample of 109 subsidiaries. Through multivariate analysis as a technique for data analysis, hypotheses were verified. As a result, it is understood that the subsidiaries are adopting a standardized brand strategy, while the other components of the marketing mix are adapted to the local market. The same occurs with the dimensions of structure and marketing processes. Only the variables of brand, advertising and the process of exchange information between leadership showed moderate association with strategic performance. This work brings up as theoretical contributions, new developments about the dimensions of strategy, structure and processes and how decisions are made in emerging markets regarding these dimensions. From the managerial point of view, this research provides inputs to operationalize marketing strategies in emerging markets, understanding that former strategic patterns must be adapted. Therefore, the search for competitive advantage in emerging markets comes from the ability to seamlessly configure dimensions - strategy, structure and marketing processes. When skillfully harnessed, these dimensions provide bases for sustainable competitive advantage, which cannot be easily copied or substituted, and increase efficiency and effectiveness in the implementation of a chosen strategy thus influencing the strategic performance.